Post-election days are often pretty confusing for people working in public services.  This time it seems many within the system are feeling exceptionally uncomfortable.  The situation is being described fairly openly as anarchic. Maybe this in inevitable especially when there is a change of Government after a long period of stability.

Whatever its cause the general opinion is that the rules of engagement are not just unclear but unfathomable - who to listen to, what really matters, what will survive, what will be ditched, what matters to whom and why.  The confusion this time around is being stoked by an electronic equivalent of a snow storm of emails and mildly contradictory imperatives, not just from Government but from those seeking to explain the inexplicable, professional bodies, social networks, pundits and bloggers.  And underlying it all is the fear of change linked to cuts in expenditure.

In short many leaders feel able to articulate a disorienting, disabling and de-energising fog which has embraced their world.  The cultural bearings have been lost. And this state of confusion is lingering longer than usual.

Seeing the way through the fog with resilience is certainly difficult.  But the rewards for those that do are considerable - not just for themselves but for those they work with.  It is really the most ethical response to perceived, if somewhat overstated, anarchy

The deepest resilience comes from concentrating confidently on what you can control.  The best people I meet both see and express, with no sense of irony or world-weariness, a clear view -  they say there are rich opportunities to do things differently and better now, which are ripe for the taking with the right mindset.

It is expecting a lot of people in a system to rethink the system in radical ways.  They cannot do it alone.  Our experience is it the external stimulus of direct involvement of the public in decision-making and direction-setting which can be positive, energising and grounding for individuals and teams - cutting through the fog. This may seem perverse but the key role of involvement is not to be underestimated.

Effective leaders increase their chances of making change in a period of uncertainty when they get and stay connected to customers, to the public, away from the energetic noise of new Government babble.  They seek to set a line of sight which starts with the experiences of individuals and their circumstances and sets a focus for themselves and those around them right there, not on temporary difficulties being experienced by the leaders themselves within the system nor on wasteful speculation.

Taking action, based on resilience, achieved via a strong commitment to public contact and involvement, on things within your control, might seem a slightly odd recipe for making the most of a confusing period.  But it works. Fontis can help. Try it. Try us.